Project Control Techniques, Communication Plan, and Resource Management

Terrell McGhee
Project Mgmt for PMP Cert

Project Control Techniques

Project control techniques involve managing the project’s resources and objectives by monitoring and controlling project activities to ensure the project is completed on time and within budget. They are essential in successful project management because they enable the project manager to identify risks and problems early in the project and take corrective action to prevent them from becoming more significant (Kumar,2022). Project control techniques also help the project manager keep stakeholders informed of progress and any changes that may be necessary. They are also crucial in assessing the success of the project and any potential improvements that can be made in the future. More importantly, project control techniques can be used to identify any areas of the project that require more attention or resources to ensure the project is completed on time and within budget.

Quality Auditing

Although there were many signs that the organization’s internal communications could have been more well-organized in the early stages of the Airbus A380 project, there was also evidence indicating that the team had project control techniques in place. The project development team conducted frequent meetings to review the project’s status and identify any potential problems that might arise. Expert judgment was the main control technique area where the Airbus project team fell short. With 530 km of wires, cables, and wiring harnesses winding through the aircraft, the A380 had a sophisticated wiring system (Jackson,2021). The Airbus A380’s electrical system was the most intricate one that Airbus had ever created, with more than 100,000 lines and 40,300 interconnections performing 1,150 different duties. As a result, multiple engineering teams were needed for the model and system design, which were the project problems’ precursors.

Specific reporting metrics

Airbus could have used several reporting metrics to avert the problems and risks that affected the project’s success. Notably, a cause-and-effect diagram may have shown them the process that leads to the wire harnessing being too short to be installed on the airplane. Once this was determined to be the most likely outcome, the team should have performed a Cost Benefit Analysis to evaluate the project’s benefits vis-a-vis the cost, which could have saved Airbus the time and the vast resources utilized in the execution of the project. More significantly, the planned Cost Variance could have allowed the team to measure the project’s cost efficiency and determine whether the project is staying within budget (Kerzner, 2022). The Airbus A380 project could have benefited from this metric and avoided or reduced the budget overrun, which characterized the project’s implementation and contributed to its failure. Besides, Schedule Varian2

Planning Measures, Budget, Project Risk

Terrell Mcghee
Project Mgmt PMP Cert

Planning Measures

The Airbus A380 project was one of the most complex and ambitious aircraft projects ever undertaken. It required a highly detailed and organized schedule to ensure its success. The project was set to commence in 2000 and launched in 2002 and involved a clear timeline that required a considerable budget outline but was later characterized by budget overruns and a series of failures that forced some of the company executives to resign (Baumann, 2014). The Airbus A380 project was designed and assembled collaboratively by 16 Airbus locations in France, Spain, the UK, and Germany. The Toulouse plant in France was built specifically for the final assembly of components for the Airbus A380 Project. The design centers were to use a new assembly process approach based on laser-based measurements approved by the managers in charge of the project as part of the plan.
The new strategy was designed to accomplish two primary goals. First, rather than using the devices as a reference system, evaluate individual components about one another. The second objective was to figure out how to put together sophisticated interfaces. This procedure would be complicated and inefficient. According to Thierry Fabre, the fundamental problem in planning the Airbus A380 was the lack of consistent aircraft reference standards for all four Airbus A380 design centers to adopt (Jackson,2021). Each location had its own goals, limits, and working methods. One example is allowing the teams to prepare their technical drawings using two distinct versions of software. CATIA4 was used by the German and Spanish designers, whereas CATIA5, an improved performance that required a complete rebuild, was utilized by the French and the United Kingdom’s teams.

Discrepancies in the project timeline

The timeline of the Airbus A380 project saw many discrepancies, some of which were inevitable, and some could have been avoided. One of the most notable discrepancies was the decision by the project executives to continue with the project despite the variation in CAD software used by the two teams in German and Spain and another team in France and Britain. The long rivalry and cultural differences between the team in France and German further considerably affected the project. The poor coordination led to project failures as it turned out that the two teams needed more unity of purpose. Another notable discrepancy in the Airbus A380 project was that the models made in one version did not transfer successfully to the upgraded version (Jackson, 2021). The German teams needed help incorporating their electrical wiring design improvements into the three-dimensional digital mockup in Toulouse. The preassembled harnesses, which included hundreds of kilometers of cabin wire manufactured in Germany, did not fit appropriately into the aircraft at the French assembly site. The1


Project iSelection

Terrell iMcGhee
Project iMgmt ifor iPMP

Airbus iA380 iProject iAnalysis

The iAirbus iA380 iis ia idouble-deck, iwide-body, ifour-engine ijet iairliner imanufactured iby iAirbus. iIt iis ithe iworld’s ilargest ipassenger iairliner, iand ithe iairports iat iwhich iit ioperates ihave iupgraded itheir ifacilities ito iaccommodate iit. iIt iwas iinitially inamed ithe iAirbus iA3XX iand idesigned ito ichallenge iBoeing’s imonopoly iin ithe ilarge-aircraft imarket i(GENG, iX., i& iBHATTACHARYA,2021). iThe iA380 imade iits ifirst iflight ion i27 iApril i2005 iand ientered icommercial iservice iin iOctober i2007 iwith iSingapore iAirlines. iAn iimproved iversion, ithe iA380plus, iis iunder idevelopment. iThe iA380’s iupper ideck iextends ialong ithe ientire ilength iof ithe ifuselage, iwith ia iwidth iequivalent ito ia iwide-body iaircraft. iThis igives ithe iA380-800’s icabin i550 isquare imeters iof ifloor ispace, i40% imore ithan ithe inext ilargest iairliner, ithe iBoeing i747-8, iand iprovides iseating ifor i525 ipassengers iin ia itypical ithree-class ior iup ito i853 ipassengers iin ian iall-economy iclass iconfiguration. iAs iof iFebruary i2017, iAirbus ihas ireceived i317 ifirm iorders iand idelivered i222 iaircraft.
Several ivital idetails imake iAirbus iA380 ian iexcellent iproject ito ianalyze. iFirst, ithe iA380 iis ione iof ithe igiant icommercial iairplanes iin ithe iworld iand ican iseat iup ito i800 ipassengers. iThis imakes iit ian iinteresting icase istudy iin iterms iof iengineering iand idesign. iBesides, ithe iA380 ihas ibeen iinvolved iin iseveral ihigh-profile iincidents, iincluding ia icrash ilanding iin i2015 (GENG i& iBHATTACHARYA,2021). iThis iprovides ian iopportunity ito iexamine ithe isafety iand ireliability iof ithe iaircraft. iMore iimportantly, ithe iA380 iis ia irelatively inew iaircraft, ihaving ientered iservice iin i2007. iThis imeans ithat ia iwealth iof idata iand iinformation iis iavailable ion ithe iplane, iwhich ican ibe iused ito igenerate iinsights iand iconclusions.
To iget ienough ireliable iinformation iabout ithe iAirbus iA380 iproject, iI iwould iuse ithe icompany’s iwebsite iand ithe iinternet isearch ito iaugment ithe iother iresources iprovided iin ithis icourse. iResearching iother ireference isources iwill ibe iimperative iin ibuilding ian iinteractive iand idetailed iproject ianalysis.


GENG, iX., i& iBHATTACHARYA, iL. (2021). iThe irise iand idemise iof iAirbus iA380.



Project Vision, Scope, and Stakeholders

Terrell McGhee
QSO 645
Project Mgmt for PMP

Airbus A380 Project Details and Methodology

The Airbus A380 is a large passenger jet that Airbus manufactured. The A380 is the world’s largest passenger airliner, with a wingspan of around 195 feet and a maximum takeoff weight of 853 metric tons. It has four engines and can seat 555 passengers in three classes: first, business, and economy (Jackson,2021). The project methodology includes many necessary steps, such as defining tasks, establishing goals, setting objectives, analyzing data, identifying risks, and selecting appropriate resources with the proper time management skills needed to complete the tasks at hand successfully.
The project was divided into phases which followed each other to ensure that the project was completed within the predetermined time and budget. The first phase was designing, which involved creating models for the aircraft. The designing phase was followed by the manufacturing phase, which involved building prototypes of the project, and the prototype of the project flew on February 2003. Besides designing the prototype, the project’s third phase was the assembling phase, which involved installing components. This phase was linked to the fourth phase, which was the integration phase (Nelson, 2020). The integration phase involved combining all parts into an operational model before certification testing and customer delivery.
The first three phases were completed on time and within budget. In contrast, work on phase 4 integration was delayed due to problems with suppliers who needed help to meet the demand for components required to produce parts from several suppliers.
The project began with an order from Singapore Airlines for 32 aircraft, followed by an order from Emirates for ten aircraft. The program expanded to include charges from other airlines worldwide, including Malaysia Airlines, British Airways, and Air France.

The Success Criteria of the Airbus A380 Project

The Airbus A380 project is a project which was in-scope and out-of-scope. In-scope means that the project was done and is expected to be successful. Out of scope means that the project was not finished or did not meet the success criteria. The project’s scope was to develop a new aircraft with many features that were not available on any other commercial plane at the time and to compete with Boeing, which had dominated the heavy aircraft market for heavy aircraft (Nelson, 2020). The A380 had two engines, which allowed it to fly at high altitudes and long distances.
The A380 project was in scope because it met and fulfilled some of the predetermined objectives of the project. More importantly, the project fulfilled the company’s requirement for a double-decker aircraft with a range of 9,500 nautical miles. Besides, it could seat 555 passengers in three classes and have 1,400 seats. The project was also in scope because the plane had a QSO 645 Final Project Guidelines and Rubric

The final project for this course is a postproject analysis paper.

In the final project, you are put in the role of a consultant to conduct a postproject assessment. You will act as the project manager, using your skills and

expertise to provide a thorough analysis of a completed project. As a project manager preparing for the PMPⓇ Exam, you must be able to synthesize every area

of a project through successful application of tools and techniques as advised through the PMBOKⓇ Guide. The goal of this project is for you to offer substantive
feedback that provides insight into successful and unsuccessful practices in real-world scenarios. Furthermore, this project will allow you to demonstrate your

mastery of the 10 knowledge areas and five process groups of project management and help you prepare for the critical thinking aspect of the PMPⓇ Exam.

You will select one project from the provided list of completed projects in order to complete a postproject analysis. Choose one of the following projects for your

 The 2014 FIFA World Cup

 The Wembley Stadium Project

 Airbus A380 Project

 Manhattan Project

The project is divided into three milestones, which will be submitted at various points throughout the course to scaffold learning and ensure quality final
submissions. These milestones will be submitted in Modules Three, Five, and Seven. The final submission is due in Module Nine.

In this assignment, you will demonstrate your mastery of the following course outcomes:

 Evaluate strategic management decisions based on application of project methodologies and practices

 Synthesize the ten knowledge areas and five process groups of project management to complete projects that conform to generally accepted practices
and policies, including ethical standards

 Analyze project documents in order to identify project inputs and outputs

 Determine feasibility of projects by assessing organizational factors, past projects, stakeholder requirements, and the risks, assumptions, and constraints
in the process

 Assess the progress of project work, utilizing quantitative and qualitative measurement tools to determine levels of both quality and performance

 Develop plans that meet diversified project needs for supporting collaboration with all stakeholders throughout the project life cycle


You have been hired as a project manager consultant to conduct a thorough postproject analysis. You will use your knowledge and expertise to create and
submit a report assessing the project as it was completed, and you will offer any recommendations based on actions you would have taken as the project
manager during the project’s life cycle. Choose a project from the provided list and complete a detailed analysis paper. Your paper should use APA formatting.

Specifically, the following critical elemen

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